BUS692 Importance of Communicating Training Goals
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I am in need of 300 word responses to each of these 4 BUS692 Importance of Communicating Training Goals discussion posts.
BUS692 Importance of Communicating Training Goals Discussion 1
When developing a training method, it is important to communicate the goal for the training and the plans for this training to achieve the goal. Blanchard and Thacker (2013) describe this as the instructional strategy since this strategy will include everything needed for the trainers and participate in delivering and receiving what is needed to succeed in the training.
Although the training specialist clearly understands the techniques that the activity enforced, they could be the only one who does. The feedback I would give to the colleague would be to draw from more life experiences. This would allow the listeners to connect the dots and understand the topic being taught in a personal way. (Valamis,2020). Also, I would suggest an example of the problem, overcoming challenges in the classroom and taking suggestions on how to correct the issue. Based on the audience’s information, add to that with additional knowledge and skills that can be used to solve the issue. And Finally, allowing the audience to ask questions will help them retain the information presented to them. This also provides the trainer with the knowledge that the trainees understand what has just been presented to them.
As for my colleague in this scenario, the feedback would begin with the recommendation of an icebreaker. Once the introduction has been made, and everyone knows the purpose of the training, an icebreaker would be valuable for each trainee to feel more comfortable. I would also offer to implement a few games within the lecture. This would keep the audience actively listening and eliminate possible boredom. An example of the games that could help here would be case study interaction. This would give real-world examples for the participates to use what they have heard into a solution to the issue explaining why their idea would work.
Since debriefing is an important part of any trainer’s feedback, it may be necessary to have questions for the audience to answer along with the lecture. Individuals may not feel comfortable sharing their opinions openly, or they may be shy. Still, if they can turn in a question/answer page of questions, a trainer could get necessary feedback for the group to improve future training sessions. If the training went well, the question needs to be asked if the activity corresponds with what was being taught. Blanchard and Thacker (2013) explain that learning new behavior is takes time to learn. Practice will have the new behavior become a regular part of the person’s behavior. Making sure the activities in the lecture connect is important.
BUS692 Importance of Communicating Training Goals Discussion 2
Each class of trainee has specific requirements that the teacher would need to address in order to ensure a satisfactory transition of training. The four main personality types discussed in our text include the quiet trainee, the talkative trainee, the angry trainee, and the comedian (Blanchard & Thacker, 2013). In scenario A, we are unaware of the identities of the trainees, because the instructor has never taken the initiative to involve his audience in discussions and feedback. Participation and engagement of the audience must be incorporated into the training program, and the examples and guidance should be very straightforward. Transferring concepts between teacher and trainee would improve learning opportunity for both.
In scenario B, the instructor should’ve included an icebreaker discussion. Icebreakers act as a way for trainees to get to know each other and their teacher. These basic games or dialogue boosters provide a way to incorporate the training program with relaxation and high intensity rather than frustration and fear (Heathfield, 2017). It would be a smart choice for the scenario B instructor to do instead of immediately rushing into the planning without allowing the trainees the chance to talk to each other. Setting the basic guidelines against speaking during the training program is another way to guarantee that there are few disturbances (Blanchard & Thacker, 2013). Often, allowing the listener to know there’ll be an opportunity to talk and a Q&A session will mean that they actually listen rather than slip into chances to get to know each other.
The Scenario C instructor could have used questions during the instruction to indicate that his class followed along, and that the information was transferred. Keeping the listener attentive in the training program, instead of simply attempting to communicate with them at the end, is a way of making sure they respond to it. Continuing ways to raise questions and share their feedback will help them feel like they’re part of the teaching rather than something they’re only talking about. Offering games or other learning experiences would also serve to keep them involved (Blanchard & Thacker, 2013).
BUS692 Importance of Communicating Training Goals Discussion 3
When I imagine a performance evaluation system that promotes roles, behaviors, and work outcomes that progress on strategic goals, I think it should do this through development. Investing in the KSAs and professional development of employees will help to align their daily activities with company goals. For example, if the firm’s strategy is to provide extraordinary customer service it could provide training opportunities that focus on communication, de-escalation techniques, and sales skills. Hunt (2014) states “Performance evaluations used for development focus on helping employees understand their personal strengths and weaknesses to determine the best way to increase their individual effectiveness” (p. 163). The organization I am studying uses similar methods through a program called My Progress where subordinates and managers evaluate performance, progress on goals, and future focus areas. They also require an annual Individual Development Plan from each employee to promote self-awareness and productivity.
Manheim does not have formal teams within the business but they are innately created by the department. Lean Daily Management is a team assessment method currently used by the company to keep departments on track. Every morning the department meets around a whiteboard that displays visual daily tracking measures. Goals are aligned with corporate strategy and changed as needed once challenges have been overcome and the goal has been met consistently. An additional assessment tool I’d recommend is 360-degree evaluations. Although the results of the 360-degree method are based on evaluations of peers it is commonly used as a developmental tool (Beehr, Ivanitskaya, Hansen, Erofeev, & Gudanowski, 2001)
BUS692 Importance of Communicating Training Goals Discussion 4
I agree that it is essential that employees’ knowledge, skills, and abilities align with business strategy. An organization cannot meet its objectives if the employees lack competency, experience, and aptitudes to perform. Continuous development of KSAs is an effective way to promote company and employee growth.
Each KSA element is an integral part of learning and development. Training should result in improved knowledge, improved skills, and an improved attitude toward the subject matter and training process. Utilizing these elements as the framework of objective development will result in tangible, measurable outcomes. (Townsell, 2013, para. 4)
Table 6.1, Performance Management Process Objectives, Elements, and Trade-Offs, is an excellent example of transparency in the performance management process. It introduces documentation that brings awareness to the goal-setting methods, ways for achieving goals, and cautions on possible negative impacts. Like Manheim, Cox Automotive also uses My Progress with SMART goals and Key Performance Indicators (KPIs). As a leader, the process for establishing goals is strategic. The process must be taken to disclose the purpose, value, available resources, and some direction that enables individuals to succeed in meeting them. Before the leader can partner with direct reports, the leader must be educated and able to articulate these elements.
The Individual Development Plan (IDP) is another vital part of goal setting and a Cox Automotive practice. It is empowering for employees to control some aspects of their growth and development. “The ability of the direct reports to plan their professional development individually provides effective learning and teaching situations for both reports and leaders” (Ozer et al., 2020, Introduction section, p. 139). The gesture acknowledges that the organization is interested in employees’ personal goals and aspirations and is willing to provide resources that help encourage that success.
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